does integrated talent management make recruiting better?
DESCRIPTION
ERE Webinar from 11/3/2010, presented by Andy Rice.TRANSCRIPT
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ACHIEVE TALENT MANAGEMENT SUCCESS
Does Integrated Talent Management Make Recruiting Better?
November 3, 2010
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Agenda
Why Integrated Talent Management? Why is integrating Talent Management so difficult? What is the Black Box? How does Recruiting benefit from the Black Box? What are your questions?
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ACHIEVE TALENT MANAGEMENT SUCCESS
Why Integrated Talent Management?
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Traditional Talent Management
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Integrated Talent Management
Talent Strategy & Workforce Planning
Competency Management
System Enablement
Strategy
Process
DNA
Scalability
Change Management Awareness – Acceptance – Adoption
Transformation
Corporate Vision, Culture & Strategy
Talent Acquisition Succession Planning Learning & Development
Performance Management Compensation Planning Leadership Development
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Integrated Talent Management
What it looks like: Talent Strategy and Planning
as derived from your WFP Disciplines execute processes
in accordance with strategy Coordination between
functions: inputs and outputs HR Systems communicate and
share data Competency management is
the DNA / common language All HR functions operate in
alignment with the business strategy
Source: Bersin Associates, 2008 Talent Management Factbook
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Integrated Talent Management
Source: Bersin Associates, 2008 Talent Management Factbook
Why integrate? Why now?
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What’s Troubling Recruiting?
Timing – Impossible objectives – Sudden deadlines – Difficult to find talent
Resources – Doing more with less – Effort-intensive sourcing and recruiting (network building/social
media use etc.) – Lack of support from other talent functions (workforce planning,
learning and development, succession planning)
Impact – Tactical functionality (“order-taking”) – Lack of ability to connect to business strategy
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Recruiting: Solutions through ITM
Pro-active Timing – Early requirements (based on workforce planning) – Known deadlines – Time to address challenges – Time to establish networks for difficult-to-find talent
Aligned Resources – Informed strategy – Alignment of recruitment resources with talent needs – TIME for effectiveness
Measurable Impact – Driven and by strategic workforce planning data – Measureable impact, based on defined needs and timelines
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ACHIEVE TALENT MANAGEMENT SUCCESS
Why is integrating Talent Management so difficult?
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Integration Challenges – Strategy
Integration Focus: One TM project at a time, without a meaningful view of the whole
Continuity: Projects start and stop
Consistency: Some areas integrate with others, while others fall behind
Purpose: Funding often goes to the squeakiest wheel
Sustainability: Not a sustainable approach
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Integration Challenges - Execution
Complexity: High level of complexity Dependencies: Difficult to design dependent
processes Ownership: Owners of processes are
organizationally separate Technology: Technology requirements for
integration are unclear Expertise: Lack of individual with broad expertise
across Talent Management
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ACHIEVE TALENT MANAGEMENT SUCCESS
What is the Black Box?
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Black Box Analysis
Purpose – To develop a “schematic” of the “architecture” of the
Integrated Talent Management “system” Objectives
– To create a high-level picture of the future state interaction between all Talent Management disciplines
– To define the future state inputs, outputs and assumptions of each Talent Management discipline
– To develop the framework for the future state process development in each Talent Management discipline
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Complex System
Black Box Analysis: Overview
Black Box #1 • Objectives
• Activity #1 • Activity #2 • Activity #3
Black Box #2 • Objectives
• Activity #1 • Activity #2 • Activity #3
Black Box #3 • Objectives
• Activity #1 • Activity #2 • Activity #3
Black Box #4 • Objectives
• Activity #1 • Activity #2 • Activity #3
Black Box #5 • Objectives
• Activity #1 • Activity #2 • Activity #3
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Black Box Analysis Process
For each Talent Management discipline, determine: – The objectives and high-level activities of that discipline – The inputs required to meet the objectives of that discipline
• If possible, the supplier of each input – The outputs produced by each discipline
• If possible, the consumer of each output – The assumptions required to meet that discipline’s objectives
TM Discipline #1 • Objectives
• Activity #1 • Activity #2 • Activity #3
Assumptions
Inputs Outputs Supplier Consumer
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Sample: Process Alignment Grid
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Black Box Analysis: ITM Schematic
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ACHIEVE TALENT MANAGEMENT SUCCESS
How does Recruiting benefit from the Black Box?
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Traditional Recruiting (Before)
• Uninformed Workforce Information: On March 15th, Jane, a Manufacturing Site Manager says her plant is fully staffed, not realizing that the business strategy dictates a change in production schedule requiring additional staff.
• “Surprise” Short-Notice Recruitment Requests: On March 22nd, Jane calls her recruiter and says she needs to hire 100 people by April 15th.
• Reactive, Behind-Schedule Recruitment: The recruiter scrambles to initiate hiring as rapidly as possible based on this unforeseen need; as a result, Jane’s plant is not fully staffed for six months.
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ITM and Recruiting (After)
• Forecast-Driven: As an output of the Business Planning / Capabilities Planning process, the Staffing, Career Planning & Development and Succession Planning teams receive a forecast near the beginning of the year.
• Pro-active Sourcing: The forecast indicates two scenarios of either “no hiring” or the “need to hire 100 people at this plant.” All three teams begin to identify talent for this talent need at the beginning of the year.
• On-time Responsiveness / Recruitment Results: When the call comes in on March 22nd, internal and external talent has already been identified to meet the need.
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Common Recruiting Inputs
Succession Planning to Recruiting – List of successors – List of positions with weak / no benches
Performance Management to Recruiting – Performance / Competency Ratings (Quality of Hire, Internal
Applicants)
Workforce Planning to Recruiting – Buy Plan / Borrow Plan
Learning & Development to Recruiting – Competency Model
Compensation to Recruiting – Competency-Based Job Descriptions – Salary Ranges
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Common Recruiting Outputs
Recruiting to Workforce Planning – External Labor Market Analysis – Offer Decline Trends
Recruiting to Learning & Development – Newhire Competency Evaluations – Newhire Start Notification – Internal Candidate Application History / Hiring Assessements
Recruiting to Succession Planning – Newhire Competency Evaluations
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Insights for Leadership and Planning
Key Benefits of Black Box Approach – Combines “big picture” perspective and functional detail – Drives both immediate activity and long-term strategy – Allows for design of each process while meeting the integration
needs of the system – Creates practical direction and prioritization for all ITM activities
Key Considerations – Importance of “Big Picture” thinking – Importance of innovative thinking – Aggressive timeline helps drive results – Balance perfection w/ timeline / progress
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What are your questions?
Andy Rice, Practice Manager, ITM The Newman Group, A Futurestep Company
www.futurestep.com www.tng.futurestep.com